Assessing the Successor Generation in Family Businesses

Glenn Swagger

56 citations0/0 files storedFamily Business Review

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Family Business Performance and Succession Family Dynamics and Relationships Counseling, Therapy, and Family Dynamics

Abstract

When considering the succession process in family businesses, it is often useful to inquire into the relationships among all members of the successor generation: sons, daughters, and their spouses. Do members of the successor generation show evidence of autonomy and individuation, healthy sibling bonds, and acceptance of talent and leadership from within their generation? Do unresolved rivalries and dependency on parents paralyze their ability to cooperate? Using a Bowenian family systems approach, three important dimensions of differentiation in the successor generation are discussed. Several case vignettes illustrate the value of an assessment intervention.

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References

1985The Reflective Practitioner: How Professionals Think in Action 1984The reflective practitioner: How professionals think in action 1989Bulletin of the Menninger Clinic 1978Family Therapy in Clinical Practice 1979Family Therapy in Clinical Practice 1991Separate lives: why siblings are so different 2003The Sibling Bond 1991Sibling Relationships and Intergenerational Succession in Family Firms

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2013Conflict in Family Business: Common Metaphors and Suggestions for Intervention 2015The Relevance of a Whole-Person Learning Approach to Family Business Education: Concepts, Evidence, and Implications 1992Connecting and Separating Family and Business: A Relational Approach to Consultation 2003The influence of relational factors on successful succession in family businesses: A comparative study of owner-managers and successors 2012The impact of selected stakeholders on family business continuity and family harmony 1994

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